Learning to learn may be the key to success
Summary :
Table of Contents
- Introduction
- Drivers of knowledgement management
- Issues of technology
- KM requirement
- KM application support required
- Process solutions
- Specific ICT tool(s) available
- KM tools
Abstract
Most organization has a cussed attitude to work and learning - treating these as two different things. Work is something the organization pays for; learning is something you do on your own, or conferred as reward or recognition for past performance.
As business cycles shorten, as product differentiation weakens, and as competition sharpens, the only companies that will succeed are those that allow their people to learn faster and better. This means many things: removing organizational blinkers, giving employees greater freedom to experiment with new ideas, rewarding people who are candied enough to say "I don't know" but show a willingness to learn, penalizing knowledge hoarders, and so on.
As business cycles shorten, as product differentiation weakens, and as competition sharpens, the only companies that will succeed are those that allow their people to learn faster and better. This means many things: removing organizational blinkers, giving employees greater freedom to experiment with new ideas, rewarding people who are candied enough to say "I don't know" but show a willingness to learn, penalizing knowledge hoarders, and so on.
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